Business Development Director

Why this role exists

We take on a small number of brands, so which brands we take on decides almost everything about the year. That decision needs an owner. And the way we sell needs one too, because we don't sell with a deck and a pricing page. We put the operators who'd do the work in the room and let the live work be the demo. Someone has to build that room, run it, and know when to walk away from it.

The system you'll model

How a commerce founder actually decides to bring in outside help. What their P&L looks like, where the growth has stalled, what a retainer has already burned them on, and what it takes for them to trust someone with the number. You also need to know our side cold, well enough to tell which brands we can genuinely grow, because the book only works if we say no to the rest.

What you'll own

The book. Which brands we pursue, which conversations we take, how the first meeting runs, and what we walk away from. You bring the operators in with you, so you're never describing work from a slide. You're sitting next to the people who build it while the prospect watches it run.

Who you are

You've sold complex services before and you're tired of selling promises. You read a business fast, you're comfortable across the table from a founder, and you actually enjoy saying no to a deal that isn't right. You want the thing you sell to be true.

Who this isn't for

If your instinct is to close everything closable, this will frustrate you. Same if you need a big pipeline machine under you, SDRs and a CRM full of maybes. The book here is small and deliberate, and it's meant to stay that way.

How we evaluate

On the quality of the book, not the size of it. Brands we're proud to grow, and deals that were true in the first meeting and still true a year in.